WhatFutures

Lambton-Howard, Daniel; Anderson, Robert; Montague, Kyle; Garbett, Andrew; Hazeldine, Shaun; Álvarez, Carlos Enrique Vega; Sweeney, John A.; Olivier, Patrick; Kharrufa, Ahmed; Nappey, Tom

doi:10.1145/3290605.3300389

Cited by 29 publications

(14 citation statements)

References 30 publications

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“…Recently, Lambton-Howard et al applied crowdsourcing in a globally distributed community engagement, where participants undertook complex data capturing activities [48]. The authors collaborated with the International Federation of Red Cross and Red Crescent Societies (IFRC), who wanted to understand the challenges faced by its members and use the data to drive organisational change.…”

Section: Crowdsourcing Distributed Engagementmentioning

confidence: 99%

“…Traditional methods of community engagement are effective for sourcing opinions in-person [17,52], but generally do not involve participants in data analysis or reporting stages [33,48,53,64]. This is despite participants possessing the most knowledge of the data context and its contents [31,67].…”

Section: Towards Distributed Community Engagementsmentioning

confidence: 99%

“…While technologies have been designed to encourage involvement across all stages of a qualitative process, they require significant assistance by researchers to support data analysis [6,43,53,64], which is unsuitable for distributed engagements where real-time assistance is not always possible. Technology that has been used for city-wide [33,34,50] and global community engagements [48] has shown promise for remote participation and capturing opinion, but like local community engagements, has so far failed to support participation in the analysis and reporting stages. Moreover, Mahyar et al argue the need for scalable methods of qualitative data analysis to overcome the challenges faced by local governments seeking to engage a broader population of the community in these processes [52].…”

Section: Towards Distributed Community Engagementsmentioning

confidence: 99%

“…The innovation team led workshops with members across all levels of its membership to understand the current local trends and challenges and synthesised this knowledge to inform strategy development. They previously led digital engagements to include the voices of members who might not attend these sessions in the strategy process [48]. As this produced large media datasets that the innovation team could not analyse, they wanted to explore new approaches to include members in data analysis and dissemination with the aim of producing a podcast from raw media.…”

Section: Contextmentioning

confidence: 99%

“…As with most qualitative research, participants are generally more involved in data generation and capture and less in the analysis and reporting stages [52,64]. Technology offers exciting new opportunities to broaden engagement, but carries more demands for meaningful, structured participation [6,53,64], especially in geographically dispersed engagements as existing processes often fail to accommodate distributed participation beyond data capture [33,48].…”

Section: Introductionmentioning

confidence: 99%

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TalkFutures

Rainey

Vega

Richardson

et al. 2020

Proceedings of the 2020 ACM Designing Interactive Systems Conference

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Community engagements are qualitative processes that make use of participants local knowledge for democratic decisionmaking, but often exclude participants from data analysis and dissemination. This can mean that they are left feeling that their voice is not properly represented in the final output. This paper presents a digital community engagement process, Talk-Futures, that actively involves participants in the production, distributed analysis and summarization of qualitative data. The design of TalkFutures was explored through a five-week deployment with the International Federation of Red Cross and Red Crescent Societies (IFRC) as part of a consultation designed to inform future strategy. Our analysis of deployment metrics and post-deployment interviews outline how TalkFutures: (i) increased modes of participation across the qualitative workflow; (ii) reduced barriers to participation; and (iii) improved representation in the engagement processes.

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Section: Crowdsourcing Distributed Engagementmentioning

confidence: 99%

Section: Towards Distributed Community Engagementsmentioning

confidence: 99%

Section: Towards Distributed Community Engagementsmentioning

confidence: 99%

Section: Contextmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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TalkFutures

Rainey

Vega

Richardson

et al. 2020

Proceedings of the 2020 ACM Designing Interactive Systems Conference

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Identity Wind Tunneling: A method for discovering an organization’s strategic identity using scenarios

Fergnani

Sweeney

2021

Futures & Foresight Science

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In a turbulent environment characterized by unexpected events, such as the COVID‐19 pandemic, a sharp oil price decline, and dramatic economic crises, many organizations face not only challenges but also an “identity crisis” as they are unable to respond to the question "who are we as an organization?" Some organizations may concurrently hold multiple identities without being clear on whether these are shared and agreed upon, and on their role in potentially disruptive futures. In response to this challenge and addressing a methodological gap in the broader futures and foresight field, we draw on both futures and foresight as well as management and organization literature to propose a new organizational foresight method: Identity Wind Tunneling (IWT). Designed as an enhancement of wind tunneling approaches, IWT allows an organization to understand, test, and manage multiple organizational identities. Furthermore, IWT facilitates the alignment of organizational identities across a range of possible futures created during a scenario planning process with the ultimate goal of finding a strategic identity. This represents the central, enduring, and distinctive role that the organization embodies while pursuing a long‐term and holistic strategic direction that is robust across all scenarios. The strategic identity either clarifies or reimagines the identity of the organization. The paper provides a step‐by‐step explanation of how to implement IWT and presents a case study of its application. The method is also presented with a series of open‐source templates created on the whiteboard collaborative platform Miro (https://miro.com/app/board/o9J_kqakYjs=/).

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